The Mini Cases 5 Companies, 5 Strategies, 5 Transformations

Indd 24 03bosscase studies24 28indd 24 24 9909 70951

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: ging facilities and infrastructure are more universally accepted by having proof-of-concept in hand in leading-edge nations. “No one ever catches the back of the wave and reaches the shore. You’ve got to start paddling before the wave comes in. And waves are aggregations of lots of small winds. Small winds, you can’t watch, but the waves you can predict…. Being ahead of the curve always leads you to capture more profits.” Shai Agassi CEO, Better Place MIT SLOAN MANAGEMENT REVIEW 03_BOSS_Case Studies_24-28.indd 24 03_BOSS_Case Studies_24-28.indd 24 24 9/9/09 7:09:51 AM 9/9/09 7:09:51 AM NIKE: From Labor-Practice Compliance to Design Offensive Backstory: Stung by a campaign against its labor practices in the 1990s, Nike embarked on a long process ultimately to reinvent its operations and meet broad sustainability metrics by 2020. Challenges: Can you move beyond “compliance” and capitalize on sustainability by integrating it into the fabric of a company—from design and manufacturing to the supply chain? Key moves: Nike began taking a deep look at its operations in the early 1990s, after it faced a firestorm of criticism over labor pr...
View Full Document

This document was uploaded on 03/03/2014.

Ask a homework question - tutors are online